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From disruption to reinvention: The future of supply chains in Europe

May 23, 2022 10-MINUTE READ


In brief

Disruption: Supply chain shocks and the accumulation of disruption


Workers in Germany projected by 2035.14

1 in 4

UK workers are planning a job change.15


Heavy goods vehicle driver shortfall in Europe.16


of supply chain leaders say their employees are not advancing enough in the new skills their companies need.17

Risk: Value at stake and projected recovery

Controlled impact

  • Sanctions do not escalate and may even scale back as part of a negotiated truce, alleviating supply disruptions.
  • Commodity prices return to prewar levels.
  • Consumer and business confidence increases; companies and people return to prewar investment plans and spending.


Ongoing impact

  • Supply disruption of key commodities continues through 2022. Some countries continue to face oil and gas embargoes.
  • Commodity supply shocks cause short-term price increases.
  • Consumers cut back on some nonessentials and businesses focus on improving operating efficiency.


Protracted impact

  • A wide Russian oil and gas embargo leads to significant structural supply disruption.
  • Commodity prices remain high and volatile into 2023.
  • Sustained price increases reduce consumer spending power, contributing to a notable decline in consumer and business confidence and a slowdown in growth.


Reinvention: How to reinvent supply chains for a new era of perpetual uncertainty



of European C-level Executives are planning fundamental changes to their operations as a result of the crises.29

Address operational risk

Respond to sudden supply chain changes with improved dynamic visibility, risk identification and mitigation solutions.

Address tactical risk

Adapt to evolving supply and demand with scenario planning and risk/opportunity analysis as part of sales and operations planning.

Address strategic risk

Manage uncertainty by boosting flexibility and capacity through network modeling and simulation, stress tests, strategic buffer sizing and multi-sourcing options.


of executives say that technology is giving them the opportunity to reimagine the fundamentals of their business.30

Learn from the future

  • Capture new data sets that come directly from customer interaction, including real-time data, from inside and outside your organization and across the value chain.
  • Process data using automation and artificial intelligence (AI) to identify new data patterns rapidly and improve decision-making.


Reinvent the organization

  • Move to a flatter, faster organizational structure, where the corporate center and C-suite focus on making cross-cutting decisions together.
  • Jointly define organizational purpose, set strategy and allocate capital for key initiatives.
  • Work backwards from the customer – embed capabilities into business processes that directly benefit the customer experience.

Embed intelligence in the enterprise

  • Transition to intelligent processes, products and platforms.
  • Apply a cloud-first approach as the key tenet of your supply chain transformation.
  • Use tools like zero-based cost management to overcome the ongoing effects of inflation.



of European executives state that becoming a truly responsible/sustainable business is a top priority over the next three years.31

Reach net zero and beyond

  • Find ways to get your value chain to zero environmental and social impact. From there, look for ways to become net positive. A deep understanding of the impact of your internal operations and those of partners and suppliers is vital.


Engage in circular business models

  • Shift from linear processes to closed-loop, circular processes that minimize waste. Recycling, reuse and repurposing must replace a “use once” mindset.


Find creative ways to nurture talent

  • Redesigning for sustainability calls for a rethink of workforce skills. Moving toward more empowered, multidisciplinary teams means people may need to take on more complex roles.


Build trust through transparency

The decade to deliver



Jean-Marc Ollagnier


Jean-Marc is the chief executive officer of Accenture in Europe and is a member of Accenture’s Global Management Committee.

Lead – Supply Chain & Operations

Kris leads Accenture’s Supply Chain & Operations function and is a member of the company’s Global Management Committee.

Michael Brueckner

Lead – Strategy, EMEA

Michael leads Growth & Strategy for Europe, overseeing all aspects of Accenture’s strategy In Europe.